Sentences with phrase «from brands looking»

«The new ad unit to promote mobile applications could see an uptick in mobile ad buys from brands looking to promote mobile apps specifically,» he added.

Not exact matches

Businesses that operate from a professional, branded office space, look much more professional than those operating from home, or, as we've seen in some cases, Starbucks cafes!

Look no further than the company's social media accounts — manned by digital creatives from MRM McCann — which promote IHOP with more tossed - off personality, humor and internet slang than your average American brand.

Instead of building a website from scratch, it's still impressive to be able to choose the right theme, know the right ways to customize the look and feel, and brand it accordingly.

Blodget: And how do you look at brand versus direct response because a lot of people will say that digital is fantastic from a direct response point of view - tough to build brand.

Let's take a closer look at the USP and how to create one that powerfully differentiates you from your competitors while giving consumers a compelling reason to prefer your service, offer, or brand.

Microsoft said it wants to turn populated LinkedIn profiles into brand - new resumes for users who are looking to start from scratch.

That mind shift was necessary, he says, because digital marketing still suffers from a large divide between branding agencies who look for long - term messaging, and direct response marketers who rate success entirely by the number of conversions.

A survey of 34 executives from leading US fashion companies last year found that, for the first time, fewer US brands were looking to China for products, even though the country remains the top sourcing destination for the industry worldwide.

Offering your audience a seamless shopping experience will enhance your brand's reputation by allowing consumers to do everything from looking at products to buying them through your chatbot, thus increasing sales.

It's time to take a quick look at several examples of brands from different industries and how they implemented quizzes in their marketing strategy.

The features we discuss range from the clarity and brightness of Apple's brand new iPhone X display, which runs side to side and top to bottom, and other functions like Face ID, which unlocks the phone when you look at it.

Aspirationals are looking for brands willing to be truthful about what is in their products and where they came from.

The trick is always to look at your business or brand from the outside in.

When you're developing a brand from scratch, you'll be looking at other brands for inspiration, including competitors and brands you admire.

To analyze foot traffic patterns to the dozens of Trump - branded hotels, casinos and golf courses in this study, Foursquare looked at explicit check - ins as well as implicit visits from Foursquare and Swarm app users who enable background location and visit these locations in the U.S.

We looked at the journey we ask candidates to take from the moment they first touch our brand; online or offline.

Amazon is looking to go from operating a handful of Amazon - branded bookstores to more than 400 of Whole Foods» premium supermarkets.

«Mexico's middle class is looking for better, high - quality brands from the Canadian market,» says Colin Robertson, vice-president of the Canadian Global Affairs Institute.

But essentially, Mattel is looking to replace the revenue derived from a home - run hit — Disney Princess — and replace it with a mix of smaller, lesser known and not as popular brands.

You aren't looking at branding from one angle but from many vantage points.

One cautionary note: The wines from Underwood, Mancan, and some other brands might look like ordinary beer or soda cans, but each one holds half a bottle of wine.

Many middle - class name brand retailers draw inspiration from the ready - to - wear looks of high - end designers, including Gucci, Prada, Louis Vuitton and others.

Incorporating hardware from Qualcomm (qcom) and Google's (googl) Android Wear 2.0 software, the new Diesel - branded watch looks like a fashion forward rival to smartwatches from Apple, Samsung, and other tech manufacturers.

Yet another Procter & Gamble brand is offering up a look at its ad campaign for the big game (following previously released ads from Mr. Clean and Febreze).

Winckler also wants to provide premium subscriptions with deep analytics tools that will let brands slice and dice public opinion, for instance looking only at responses from women in the Midwest.

From Instagram to the Metropolitan Museum of Art, 2016 saw some of the biggest brands around tweak their looks.

«Looking at industries from insurance to healthcare to financial services, brand voice is the megaphone they use to frame their differentiated purpose and experience.»

The company said its inspiration came from looking back at the brand's heritage and co-founder George Eastman's vision.

Looking to increase brand awareness among a younger, tech - savvy audience, the company is producing a series about decoding a 70 - year - old message from outer space.

We look at iconic brands, whether they're two years old or 100 years old, and try to learn from them so hopefully Herschel can one day be a heritage brand that's still here after we're long gone.

They go from brand to brand, looking for nice - smelling stuff.

The Times» foray into meal delivery is another example of how the publisher is looking for new ways to make money from its content, brand and journalists to hedge against the uncertain future of newspapers.

«We are wary of the current level of management turnover at LULU, as it could lead to instability at a time when the company is looking to drive its next leg of growth as it works toward its goal of becoming a $ 4B brand by 2020 (from ~ $ 2.6 B currently),» Randal Konik, an equity analyst at Jefferies, said.

Smaller, independent brands are seen by many consumers, especially younger ones, to be more hip and healthy and rather than compete with them many big food and drink companies have looked to buy into and learn from startup innovation, a leaf straight out of Silicon Valley's playbook.

As it looks towards the next stage of growth, PureGym's chief marketing officer Stephen Rowe told The Drum that the brand is taking cues from the likes of Premiere Inn which has leveraged its marketing to move up the value chain and create a deeper connection with consumers.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

With the objective of learning from the rich experiences and lessons that other countries have gained from their own programs, teams of researchers at Ryerson University and California Lutheran University looked at a wide range of assistance programs targeting branding, financing, and management - associated challenges, among other issues.

NOTE: If you are looking to see content marketing in action, check out Content Marketing World On Demand, featuring over 40 videos from the leading content marketing experts from David Meerman Scott to brands like DuPont, Intel and Sherwin Williams.

Factors that could cause actual results to differ materially from those expressed or implied in any forward - looking statements include, but are not limited to: changes in consumer discretionary spending; our eCommerce platform not producing the anticipated benefits within the expected time - frame or at all; the streamlining of the Company's vendor base and execution of the Company's new merchandising strategy not producing the anticipated benefits within the expected time - frame or at all; the amount that we invest in strategic transactions and the timing and success of those investments; the integration of strategic acquisitions being more difficult, time - consuming, or costly than expected; inventory turn; changes in the competitive market and competition amongst retailers; changes in consumer demand or shopping patterns and our ability to identify new trends and have the right trending products in our stores and on our website; changes in existing tax, labor and other laws and regulations, including those changing tax rates and imposing new taxes and surcharges; limitations on the availability of attractive retail store sites; omni - channel growth; unauthorized disclosure of sensitive or confidential customer information; risks relating to our private brand offerings and new retail concepts; disruptions with our eCommerce platform, including issues caused by high volumes of users or transactions, or our information systems; factors affecting our vendors, including supply chain and currency risks; talent needs and the loss of Edward W. Stack, our Chairman and Chief Executive Officer; developments with sports leagues, professional athletes or sports superstars; weather - related disruptions and seasonality of our business; and risks associated with being a controlled company.

With the launch of this «Internet of Food» fund, we see Tyson looking to pivot from a meat producer to a more broadly protein - friendly brand.

BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry, and the company's previously disclosed review of strategic alternatives.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

And so as we enter fiscal 2013, we're looking for accelerated new restaurant growth, same - restaurant sales growth that's similar to fiscal 2012 on an overall basis but has a healthier mix from a brand perspective, driven by better results at Olive Garden.

Wellness is a hot topic, with brands «looking at everything, from dream tonics to improve your slumber to feces analysis to find out what's missing from your diet.»

This is a brand new secured credit card from Refresh Financial targeted at customers with bad or no credit, and people looking to build or re-build their credit.

To help ease you in to what may be an uncomfortable transition, we looked at some of the most worrisome outcomes marketers envision when getting customer service involved in social media — and then found examples of the brands that have successfully overcome those obstacles, and what you can learn from them.

Look for guidance from marketing AI experts to help write the messages to meet your goals and reinforce your brand message.